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A key challenge in e-commerce retail is identifying a shipping fee policy that incentivizes more online orders and sales. To achieve this, retailers occasionally alter their shipping policies. While information systems research has extensively examined e-commerce channel strategies and their interplay with offline channels, it has yet to explore the online and offline implications of changes in e-commerce shipping policy. Against this backdrop, we study a shipping policy change designed to incentivize higher-dollar orders, specifically, a large multichannel retailer's shift from a tiered online shipping policy to a flat-rate policy. Integrating the multichannel evaluation framework with a behavioral shock perspective, we theorize multiple potential outcomes of the retailer's move to a flat-rate shipping policy. Using rich customer-level panel data and a regression discontinuity in time approach, we demonstrate that a flat-fee online shipping policy, counterintuitively, shifts sales away from the online channel and towards the offline channel--generating ~$526,000/month in new offline sales from previously online-only customers in five states. Evidence from additional analyses corroborates an order aggregation account, wherein flat-fee shipping encourages aggregation of planned purchases into larger orders to take advantage of the flat-rate shipping fee; yet this generates longer interpurchase periods, during which customers meet their needs for smaller purchases by visiting the offline store. Thus, a flat-rate shipping policy can serve as an unexpected lever for driving multichannel behavior. These findings contribute to the e-commerce channel interplay literature within information systems research and have important implications for legacy retailers seeking to leverage their brick-and-mortar investments to fend off the likes of Amazon.com.

Scholars and practitioners alike recognize the importance of the front end of the sales funnel – identifying and qualifying leads for new business – in setting the stage for acquiring and retaining customers. Salespeople have an important role to play in lead generation and qualification by prospecting for new customers, but academic research on prospecting is limited and mostly out-of-date. Some scholars have suggested that sales networking has an important role to play in prospecting. I conceptualize frontline networking behaviors as social actions taken by salespeople across the organizational boundary. Through two independent essays, this dissertation investigates the role of frontline networking behaviors in driving sales prospecting outcomes. Essay 1 My first essay emphasizes that the effect of frontline networking behaviors on prospecting outcomes is contingent on the salesperson’s reason for engaging in these behaviors. I consider a new construct, the motivation to network, as an important moderator of the relationship between networking behaviors and prospecting outcomes. Drawing on literature from the domains of social capital and self-determination theory, I test several hypotheses regarding prospecting performance in terms of both the volume and desirability of prospects using an empirical study combining survey, archival, and secondary data from a large Midwestern auto insurance sales force. I employ insurance quoting data to represent prospecting outcomes. This is the first study to take a behavioral approach to network-driven sales performance, and the first to explicitly consider the motivation to network. Results highlight the role of frontline networking behaviors in driving sales prospecting output, especially in terms of the desirability of prospects generated. Hypothesis tests within a generalized linear and latent mixed modeling (GLAMM) framework generally support the importance of the breadth of networking behaviors over depth, and imply that salespeople internally driven to network are better served by leveraging strong-tie relationships, while salespeople externally driven to network are better served by leveraging weak-tie relationships. These findings can be leveraged by sales managers to train and coach salespeople to properly align their networking behaviors with their motivations to network. Essay 2 In my second essay, I conceptualize frontline networking behaviors as a marketing communications tool by exploring interactions with other communications mix elements. The managerial focus of this essay hinges on the question of whether frontline networking behaviors are substitutes for, or complements to, other elements of the communications mix (e.g., advertising). With a focus on advertising executed at the level of individual salespeople, I draw on literature from integration marketing communications, relationship marketing, and the psychology of communications to postulate that a variety of beneficial and detrimental effects may occur. I identify more nuanced effects by distinguishing between standardized advertising (impersonal, one-way communications such as television) and rich advertising (personal communications involving two-way contact such as local sponsorships), as well as between traditional (i.e., face-to-face or telephone) networking behaviors and social media-based networking behaviors. I consider the generation of both relational (i.e., likely to stay with one firm) and transactional (i.e., focused on a single transaction) prospects as outcomes of interest. I conduct an empirical analysis using a combination of survey and archival data from a large Midwestern auto insurance sales force. Generally speaking, rich advertising interacts positively with social media instrumental frontline networking and negatively with traditional instrumental frontline networking, while standardized advertising interacts positively with traditional instrumental frontline networking and negatively with social media instrumental frontline networking. Results are consistent with theories from the communications literature. These findings encourage marketing managers to carefully consider salesperson networking behaviors when making advertising allocation decisions; for example, all else being equal, salespeople favoring traditional networking ought to be supported with a greater degree of standardized advertising.

Andrew Carnegie's legacy extends far beyond industrial prowess; it embodies a philosophy of wealth, success, and philanthropy that transcends time. His teachings empower individuals to pursue financial prosperity, personal fulfillment, and meaningful contributions to society. Through insightful principles and practical wisdom, Carnegie's legacy inspires generations to cultivate resilience, integrity, and leadership, thereby shaping a future defined by shared prosperity and compassionate stewardship.

A critically acclaimed autobiography that exemplifies the American Dream by one of nineteenth-century America’s most philanthropic businessmen. Scottish immigrant Andrew Carnegie worked his way up from bobbin boy to telegraph operator to railroad man, learning key lessons along the way that would eventually lead to his unparalleled success in the steel business. Documenting a world of tariffs, insider deals, and Wall Street sharks, The Autobiography of Andrew Carnegie opens a window into the great industrialist’s decision-making process. His insights on education, business, and the necessity of giving back for the common good set an inspirational example for aspiring executives and provide a fitting testament to the power of the American dream. This ebook has been professionally proofread to ensure accuracy and readability on all devices.

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